Term
| What is the key performance measure? |
|
Definition
|
|
Term
| What is to craft a vision, mission, and a set of values? |
|
Definition
|
|
Term
|
Definition
| Personal Responsibility In Delivering Excellence |
|
|
Term
| What is a moment of truth? |
|
Definition
| Each and every decision and action |
|
|
Term
| True of False: If you take care of your staff, they will take care of the candidate |
|
Definition
|
|
Term
| What are the five practices of exemplary leadership? |
|
Definition
1 Model the way
2 Inspire a shared vision
3 Challenge the process
4 Enable others to act
5 Encourage the heart |
|
|
Term
| Leadership is not about personality, it’s about? |
|
Definition
|
|
Term
|
Definition
|
|
Term
| Leaders cannot command commitment, only ? |
|
Definition
|
|
Term
| Leaders know well that innovation and change involve? |
|
Definition
| Experimenting and taking risks |
|
|
Term
| Leaders foster___________ and build __________? |
|
Definition
|
|
Term
| Leaders create a culture of? |
|
Definition
| Celebrating values and victories |
|
|
Term
| Leadership is a relationship between? |
|
Definition
| Those who aspire to lead and those who choose to follow |
|
|
Term
| Under the practice of Model the Way what are the two commitments? |
|
Definition
Clarify Values by finding your voice and offering shared ideals
Set the example by aligning actions with shared values |
|
|
Term
| Two commitments of Inspiring a Shared Vision |
|
Definition
Envision the future by imagining exciting and ennobling possibilities
Enlist others in a common vision by appealing to shared aspirations |
|
|
Term
| The two commitments of Challenging the Process |
|
Definition
Search for opportunities by seizing the initiative and looking outward for innovative ways to improve
Experiment and take risks like constantly generating small wins and learning from experience |
|
|
Term
| The two commitments of Enabling Others to Act |
|
Definition
Foster collaboration by building trust and facilitating relationships
Strengthen others by increasing self determination and developing competence |
|
|
Term
| The two commitments of Encouraging the Heart |
|
Definition
Recognize contributions by showing appreciation for individual excellence
Celebrate the values and victories by creating a spirit of community |
|
|
Term
| What is there a few essential of that someone must past before others are willing to grant the designation of leader? |
|
Definition
|
|
Term
| For people to follow someone willingly, the majority of constituents believe the leader must be? |
|
Definition
Honest
Forward looking
Inspiring
Competent |
|
|
Term
| What is the single most important factor in the leader/constituent relationship? It is the top of the list |
|
Definition
|
|
Term
| What words are synonymous with honesty? |
|
Definition
|
|
Term
| What did 70% of the respondents select as one of their most sought after leadership trait? |
|
Definition
| Forward looking (ability to look ahead) |
|
|
Term
| What refers to the leaders track record and ability to get things done? |
|
Definition
|
|
Term
| Three of the four key characteristics make up what communication experts refer to as? |
|
Definition
|
|
Term
| Researchers typically evaluate leaders on three criteria, what are the three? |
|
Definition
Their perceived trustworthiness
Their expertise
Their dynamism |
|
|
Term
| What is the foundation of leadership? |
|
Definition
|
|
Term
| What is the Kouzes-Posner First law of leadership? |
|
Definition
| If you don’t believe the messenger you won’t believe the message |
|
|
Term
| Loyalty, commitment, energy, and productivity depend on? |
|
Definition
|
|
Term
| “Credible” is handed down when? |
|
Definition
| Words and deeds are consonant |
|
|
Term
| What is the Kouzes- Posner Second law of leadership? |
|
Definition
| DWYSYWD (Do What You Say You Will Do) |
|
|
Term
| People trust leaders when? |
|
Definition
| Their deeds and words match |
|
|
Term
| To Clarify Values as a leader you must engage in these two essentials |
|
Definition
Find your voice
Affirm shared values |
|
|
Term
| Before you can become a credible leader, you first? |
|
Definition
|
|
Term
| According to Milton Rokeach , values are organized into what two sets? |
|
Definition
|
|
Term
| We use the terms values to refer to our? |
|
Definition
| Hear and now beliefs (means) |
|
|
Term
| What is a long term belief? |
|
Definition
|
|
Term
|
Definition
|
|
Term
| Who has the highest degree of commitment to the organization? |
|
Definition
| Those people who have the greatest clarity about both personal and organizational values |
|
|
Term
| Who has the lowest level of organizational commitment? |
|
Definition
| Those people with high clarity about the organizational values but low clarity about personal values |
|
|
Term
|
Definition
|
|
Term
| What are the three central themes in the values of highly successful organizations? |
|
Definition
High performance standards
Caring attitude about people
A sense of uniqueness and pride |
|
|
Term
| High performance values stress? |
|
Definition
|
|
Term
|
Definition
| Communicate how others are to be treated |
|
|
Term
| Uniqueness values stress? |
|
Definition
| Tells people inside and outside how the organization is different from all the others |
|
|
Term
| What is the very first step in the journey to credible leadership? |
|
Definition
|
|
Term
| Credibility, both individual and organizational, is not just a promise. It’s also? |
|
Definition
| The ability to deliver on the promise |
|
|
Term
| What are the three actions you can use to Clarify Values for yourself and others? |
|
Definition
Write a tribute to yourself
Write your credo
Engage in credo dialog |
|
|
Term
| To Set the Example you need to? |
|
Definition
1. Personify the shared valued
2. Teach others to model the values |
|
|
Term
| What are the few signal sending actions to consider as you work to personally exemplify the shared values in your organization? |
|
Definition
1. Spend your time and attention wisely
2. Watch your language
3. Ask purposeful questions
4. Seek feedback |
|
|
Term
| What are the few signal sending actions to consider as you work to personally exemplify the shared values in your organization? |
|
Definition
1. Spend your time and attention wisely
2. Watch your language
3. Ask purposeful questions
4. Seek feedback |
|
|
Term
| What is the greatest distance we have to travel? |
|
Definition
| The distance between our mouths to our feet |
|
|
Term
| What is the single clearest indicator, especially to other people, of what’s important to you? |
|
Definition
|
|
Term
| Which statement ranks the lowest from the observers perspective and the next to lowest from the leaders perspective? |
|
Definition
| (He or She) asks for feedback |
|
|
Term
| What are the few things that you can do to tech others what’s expected so they can hold themselves accountable? |
|
Definition
1. Comfort
2. Tell Stories
3. Reinforce the behavior you want repeated |
|
|
Term
| What are “chance occurrences”? |
|
Definition
|
|
Term
| What creates important ??? moments |
|
Definition
|
|
Term
| Measurements and feedback are absolutely essential to increasing? |
|
Definition
| Efforts to improve performance |
|
|
Term
| What are tangible means of reinforcing values? |
|
Definition
|
|
Term
| What are the steps you can use to improve and apply your capacity to “Set the Example”? |
|
Definition
1. Do a personal audit
2. Develop a routine for questioning
3. Put story telling in your meeting agendas |
|
|
Term
| What is a potential teching opportunity? |
|
Definition
| -every questions (think about the “quest” in your question |
|
|
Term
| Leaders develop the capacity to Envision the Future for themselves and others by mastering what two essentials? |
|
Definition
1. Imagine the possibilities
2. Find a common purpose |
|
|
Term
| What are the 4 central themes of our lives? |
|
Definition
1. Do more to reflect your past
2. Attend to the present
3. Prospect the future
4. Feel your passion |
|
|
Term
| What is the difference in future horizons? |
|
Definition
|
|
Term
| What does one need to do to enhance their ability to be forward looking? |
|
Definition
|
|
Term
| What does one need to d oto find the recurring theme in thier life? |
|
Definition
|
|
Term
| What is the % of time that senior managers spend on being forward looking? |
|
Definition
|
|
Term
| When a leaders role is strategic, (CEO) time orientations is? |
|
Definition
| Longer term and more future oriented |
|
|
Term
| Time orientations for a front line supervisor? |
|
Definition
| Future might be a year from now |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
| What are the 2 types of motivation? |
|
Definition
|
|
Term
| What type of motivations is more likely to create conditions of compliance on defiance? |
|
Definition
|
|
Term
| What type of motivations produces for superior results? |
|
Definition
|
|
Term
| The very best leaders understand that heir key task is inspiring a? |
|
Definition
|
|
Term
| What is the most important reason people give for staying with an organization? |
|
Definition
| They like the work they are doing. (that they find it challenging, meaningful and purposeful) |
|
|
Term
| Workers rank _______ well above “high income”? |
|
Definition
|
|
Term
| Quality of leadership (working for a leader with vision and values) is more motivating that what? |
|
Definition
|
|
Term
| What is the most frequently mentioned measure of success in work life? |
|
Definition
| “Personal satisfaction for doing a good job” |
|
|
Term
| How often is the above citied as often as “getting ahead” or “making a good living”? |
|
Definition
|
|
Term
| People commit to this ______ not to plans |
|
Definition
|
|
Term
| What is the kind of leadership that gets people to infuse their energy into strategies? |
|
Definition
| Transformational leadership |
|
|
Term
| What is the most important role of visions in organizational life? |
|
Definition
| To give focus to human energy |
|
|
Term
| What type of visions have the magnetic power to sustain commitment over time? |
|
Definition
|
|
Term
| What are the 3 actions steps to Envision the Future? |
|
Definition
1. Determine the “something” you want to do
2. Picture what you will do next
3. Survey your constituents about their aspirations |
|
|
Term
| What really drive performance? |
|
Definition
| The tree P’s (Passion, Pride and Performance) |
|
|
Term
| What are the two essential to Enlist other Leaders? |
|
Definition
1. Appeal to common ideals
2. Animate the vision |
|
|
Term
|
Definition
|
|
Term
| To enlist others, leaders need to? |
|
Definition
|
|
Term
| For a vision to be shared it needs to be seen in? |
|
Definition
|
|
Term
| What is the prerequisite to enlisting others in a shared vision? |
|
Definition
|
|
Term
| What are the three actions steps you can take to increase your ability to Enlist others? |
|
Definition
1. Record your shared vision
2. Breathe life into your vision
3. Expand your communication and expressiveness skills |
|
|
Term
| What is the most difficult of all the leadership skills? |
|
Definition
|
|
Term
|
Definition
|
|
Term
| To “Search for Opportunities” to get extraordinary things done, leaders make use of what two essentials? |
|
Definition
1. Seize the initiative
2. Exercise outsight |
|
|
Term
| Leadership is inextricably connected with? |
|
Definition
| The process of innovation |
|
|
Term
| Everybody performs better when? |
|
Definition
| They take charge of change |
|
|
Term
|
Definition
| Innovation and leadership |
|
|
Term
| Exemplary leadership requires this ______________, not just insight. |
|
Definition
|
|
Term
| What are the three steps you can take toward the future to Search for Opportunities to challenge the status quo and move along the path of getting extraordinary things done? |
|
Definition
1. Treat every job as an adventure
2. Question the status quo
3. Send everyone shopping for ideas |
|
|
Term
| What two actions are essential for a leader to create a climate In which the norm is to Experiment and Take Risks? |
|
Definition
1. Generate small wins
2. Learn from experience |
|
|
Term
| The most effective change processes are _____________, not one giant leap. |
|
Definition
|
|
Term
| Today’s manager spends an average of __________, of uninterrupted time on any single event. |
|
Definition
|
|
Term
| This much time is spent on a “work sphere” before switching to something else. |
|
Definition
|
|
Term
|
Definition
| Doing lots of small things |
|
|
Term
| The overall quality of work improves when people have a chance to? |
|
Definition
|
|
Term
| What are the 4 different approaches to learning? |
|
Definition
1. Taking action
2. Thinking
3. Feeling
4. Accessing others |
|
|
Term
| The only way that people can learn is by doing? |
|
Definition
| Things they’ve never done before |
|
|
Term
| In the personal best cases mentioned, this % of cases was described as exciting? |
|
Definition
|
|
Term
|
Definition
|
|
Term
| What % of experiences aroused fear and anxiety? |
|
Definition
|
|
Term
| It is not stress that makes you ill its? |
|
Definition
| How you perceive and respond to stressful events |
|
|
Term
| People who’d experienced a High degree of stress, yet had relatively Low degree of illness were said to have? |
|
Definition
| Psychological hardiness (a distinctive attitude towards stress) |
|
|
Term
| Leaders can help their constituents develop hardiness by building these three things? |
|
Definition
1. A sense of control through choosing tasks that are challenging but within the persons skill level
2. Commitment with the offer of more rewards than punishments
3. An attitude of challenge by encouraging people to see change as full of possibilities |
|
|
Term
| In promoting hardiness. What are the two important implications of leaders? |
|
Definition
1. People can’t lead if they aren’t psychologically hardy
2. Leaders can’t enlist and retain others if they don’t create an atmosphere that promotes psychological hardiness |
|
|
Term
| Google requires engineers to spend this % of their time in pursuing their own ideas? |
|
Definition
|
|
Term
| What is being committed and in control during times of great challenge? |
|
Definition
|
|
Term
| When ca people attain a sense of effortless and optimal performance? |
|
Definition
| When challenges are MODERATE – HIGH and skill are at the same level |
|
|
Term
| What are the three actions you can start doing to encourage yourself and your constituents to Experiment and Take Risks? |
|
Definition
1. Conduct postmortems
2. Conduct premortems
3. Strengthen resilience |
|
|
Term
| Under postmortems, what is key? |
|
Definition
| Learning from mistakes (yours and others) |
|
|
Term
| When conducting a review retreat. Build the agenda around these four questions |
|
Definition
1. What did we do well?
2. What did we do poorly?
3. What did we learn?
4. How can we do better next time? |
|
|
Term
|
Definition
| Fixing problems before they happen |
|
|
Term
| Hardiness and resilience are this _____________, not physical states. |
|
Definition
|
|
Term
| What are the four things you can do to bounce back from failures and take charge of change? |
|
Definition
1. Step back and gain some perspective
2. Ask yourself what new skills and knowledge you will need
3. Set some goals and make a plan
4. Get some help and support from others |
|
|
Term
| What are the two essential skills that leaders must have to Foster Collaboration? |
|
Definition
1. Create a climate of trust
2. Facilitate relationships |
|
|
Term
| What is a critical competency for achieving and sustaining high performance? |
|
Definition
|
|
Term
| What is at the heart of collaboration? |
|
Definition
|
|
Term
| In a study on corporate innovation in companies this was the “number one differentiator” between the top 20% of companies surveyed and the bottom 20%? |
|
Definition
|
|
Term
| What opposite of synergy? |
|
Definition
|
|
Term
| The more trusted people feel, they? |
|
Definition
|
|
Term
| What can come with a mere suggestion? |
|
Definition
|
|
Term
| Quite simply what is most significant predictor of individuals satisfaction with their organizations? |
|
Definition
|
|
Term
| True or False? Trust is contagious? |
|
Definition
|
|
Term
| What is another key ingredient in building trust? |
|
Definition
| Sensitivity to people’s needs and interests |
|
|
Term
| What is one of the most significant ingredients to cooperation and collaboration? |
|
Definition
| A sense of independence (a condition in which everyone knows that they cannot succeed unless everyone else succeeds) |
|
|
Term
| What binds people into cooperative efforts? |
|
Definition
| A focus on collective purpose |
|
|
Term
| What leads to predictability and stability in relationships? |
|
Definition
|
|
Term
| What 3 steps can you take of fulfill the leaders commitment to Foster Collaboration? |
|
Definition
1. Show trust to build trust
2. Say we, ask questions, listen and take advice
3. Get people interacting |
|
|
Term
| True o False? Since you are the leader, the first to trust has to be you? |
|
Definition
|
|
Term
| What should your questioning to informing ratio be? |
|
Definition
|
|
Term
| What ratio should your listening to informing be? |
|
Definition
|
|
Term
| What is at the heart of strengthening others? |
|
Definition
| Creating a climate in which people are fully engaged and feel in control of their own lives. |
|
|
Term
| What are the two leadership skills that Strengthen Others? |
|
Definition
1. Enhance self determination
2. Develop competence and confidence |
|
|
Term
| Leaders move from being in control to? |
|
Definition
| Giving over control to others |
|
|
Term
| What is the paradox of power? |
|
Definition
| You become more powerful when you give your own power away |
|
|
Term
| What comes from a deep sense of being in control of your own life? |
|
Definition
| Feeling powerful – literally feeling “able” |
|
|
Term
| Business units with actively disengaged workers experience this % of more turnover then those with engaged employees? |
|
Definition
|
|
Term
| Disengaged employees annually miss this more number of days than their reported more engaged peers? |
|
Definition
|
|
Term
| What are the three most significant actions a leader can take to ensure that people can decide for themselves? |
|
Definition
1. Provide more choices
2. Design jobs that offer latitude
3. Foster personal accountability |
|
|
Term
| What is designing work that allows people discretion and choice? |
|
Definition
|
|
Term
| What results in feelings of ownership? |
|
Definition
|
|
Term
| Leaders seek out ways to increase? |
|
Definition
|
|
Term
| What is the process of turning constituents into leaders? |
|
Definition
|
|
Term
| What are the 3 actions you can take to Strengthen Others? |
|
Definition
1. Increase individual accountability
2. Offer visible support
3. Conduct monthly coaching conversations |
|
|
Term
| What means giving people control over their own lives? |
|
Definition
| Enhancing self determination |
|
|
Term
| What is acknowledging good results & reinforcing positive performance? |
|
Definition
|
|
Term
| What are the two essentials that leaders are constantly engaged in to Recognize Contributions? |
|
Definition
1. Expect the best
2. Personalize recognition |
|
|
Term
| What is getting high performance; if you expect high performance than if you expect low performance? |
|
Definition
|
|
Term
| People act in ways that are consistent with? |
|
Definition
| Others expectation of them |
|
|
Term
| What is it called when people respond to being treated in a pleasant, positive and respectful fashion (gets perpetuated across many situations)? |
|
Definition
|
|
Term
| What is essential to helping people stay the course? |
|
Definition
| Be clear about what is expected of them and what you are trying to accomplish |
|
|
Term
| What connotes something shorter term? |
|
Definition
|
|
Term
| What connotes something more enduring? |
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
| What is the ideal state on the job, in sports, in life generally? |
|
Definition
|
|
Term
| To experience “flow” what is necessary? |
|
Definition
|
|
Term
| Peoples motivation to increase their productivity on a task increases when they have? |
|
Definition
| A challenging goal and receive feedback on their progress |
|
|
Term
| What is the highest form of feedback? |
|
Definition
|
|
Term
| What three things happen when managers are constantly on the lookout for problems? |
|
Definition
1. They get a distorted view of reality
2. Over time, production declines
3. Their personal credibility hits bottom |
|
|
Term
| True or False? People are unlikely to believe someone who does not exhibit trust in them. |
|
Definition
|
|
Term
| Leaders get the best from others NOT by building fires under people but how? |
|
Definition
|
|
Term
| What is the best predictor of whether two people will talk to one another? |
|
Definition
|
|
Term
| What three things increase others trust in you? |
|
Definition
1. Paying attention
2. Personalizing recognition
3. Creatively and actively appreciating others |
|
|
Term
| The groups composed of friends completed this many more projects as the groups composed merely of acquaintances? |
|
Definition
|
|
Term
| Groups of friends were this more effective than groups of acquaintances were? |
|
Definition
|
|
Term
| What builds mutual trust? |
|
Definition
1. Disclosing information about yourself
2. Asking for and encouraging feedback |
|
|
Term
| What are most effective when they are highly specific and given in close proximity to the appropriate behavior? |
|
Definition
|
|
Term
| Recent studies show that work teams in which the ratio of positive to negative interactions is greater than _______________, are significantly more productive than those teams that haven’t achieved this ratio. |
|
Definition
|
|
Term
| What goes a long way in sustaining high performance? |
|
Definition
|
|
Term
| What comes down to being thoughtful? |
|
Definition
|
|
Term
| What three actions will help you build your competence and skill in Reinforcing Collaborations? |
|
Definition
1. Find out what is encouraging
2. Stop by for a visit
3. Develop a winners attitude |
|
|
Term
| What is CBWA and some form of it should be in your daily routine? |
|
Definition
| Caring by Wandering About |
|
|
Term
| Who is someone that has a strong belief in the capacity of others and a confidence in his/her own ability to develop others? |
|
Definition
|
|
Term
| What are the two things you must do to develop a winning attitude? |
|
Definition
1. You have to believe that your constituents are already winners
2. If you want people to be winners, you have to behave in ways that communicate to them that they are winners |
|
|
Term
| What 2 essentials must leaders master to effectively Celebrate the Values and Victories? |
|
Definition
1. Create a spirit of Community
2. Be personally involved |
|
|
Term
|
Definition
|
|
Term
| Celebrations should always serve two dual purposes, what are they? |
|
Definition
1. Honor a principle or an achievement
2. Create community |
|
|
Term
| What are cyclical celebrations? |
|
Definition
| Seasonal themes, reunion, marriages |
|
|
Term
| What are recognitions ceremonies? |
|
Definition
| Public applause and acknowledgement for a job well done |
|
|
Term
| What are celebrations of triumph? |
|
Definition
| Special occasions for accentuating collective accomplishments? |
|
|
Term
| Rituals for comfort and letting go? |
|
Definition
| Marked by ceremony and ritual to help people let go and move on |
|
|
Term
|
Definition
| Ways to celebrate exits and entrances separations and initiations |
|
|
Term
|
Definition
| Celebrations of doing good for others, promoting social change |
|
|
Term
|
Definition
|
|
Term
|
Definition
| Sporting events, energizing meetings |
|
|
Term
| What is cheering others on? |
|
Definition
|
|
Term
|
Definition
1. Productivity
2. Psychological well being
3. Physical health |
|
|
Term
| What % of people report that their organizations offer opportunities to develop friendships at work? |
|
Definition
|
|
Term
| Having fun sustains productivity and is also referred to as? |
|
Definition
|
|
Term
| What is the foundation of leadership? |
|
Definition
|
|
Term
| What are three actions that you can start doing today to even more effectively Celebrate the Values and Victories? |
|
Definition
1. Plan a celebration today
2. Reinforce Core Values in your celebrations
3. Enjoy yourself |
|
|
Term
| The leaders who have the most influence on people are? |
|
Definition
| Those who are the closest to them |
|
|
Term
|
Definition
|
|
Term
| What is an observable set of skills and abilities that are useful? |
|
Definition
|
|
Term
| Leadership development is? |
|
Definition
|
|
Term
| What is the first step in the quest for leadership? |
|
Definition
| An inner quest to discover who you are |
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Term
| What is the most critical knowledge for all of us (especially leaders)? |
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Definition
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Term
| What is the only way to resolve the conflicts and contradictions of leadership? |
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Definition
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Term
| What makes the difference between being a leader or not? |
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Definition
| How you respond in the moment |
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Term
| Of all the things that sustain a leader over time. What is the most lasting? |
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Definition
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Term
| What is the best kept secret of successful leaders? |
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Definition
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